Chapter 6: Understanding The Management Process

Front 1

management

Back 1

the process of coordinating people and other resources to achieve the goals of an organization.

Front 2

planning

Back 2

establishing organizational goals and deciding how to accomplish them

Front 3

mission

Back 3

a statement of the basic purpose that makes an organization different from others

Front 4

strategic planning process

Back 4

the establishment of an organization's major goals and objectives and the allocation of resources to achieve them

Front 5

goal

Back 5

an end result that an organization is expected to achieve over a one-to ten-year period

Front 6

objective

Back 6

a specific statement detailing what an organization intends to accomplish over a shorter period of time.

Front 7

SWOT analysis

Back 7

the identification and evaluation of a firm's strengths, weaknesses, opportunities, and threats.

Front 8

core competencies

Back 8

approaches and processes that a company performs well that may give it an advantage over its competitors

Front 9

plan

Back 9

an outline of the actions by which an organization intends to accomplish its goals and objectives

Front 10

strategic plan

Back 10

an organization's broadest plan, developed as a guide for major policy setting and decision making

Front 11

tactical plan

Back 11

a smaller scale plan developed to implement a strategy

Front 12

operational plan

Back 12

a type of plan designed to implement tactical plans

Front 13

contingency plan

Back 13

a plan that outlines alternative courses of action that may be taken if an organization's other plans are disrupted or become ineffective.

Front 14

organizing

Back 14

the grouping of resources and activities to accomplish some end result in an efficient and effective manner.

Front 15

leading

Back 15

the process of influencing people to work toward a common goal

Front 16

motivating

Back 16

the process of providing reasons for people to work in the best interests of an organization

Front 17

directing

Back 17

the combined processes of leading and motivating.

Front 18

controlling

Back 18

the process of evaluating and regulating ongoing activities to ensure that goals are achieved.

Front 19

top manager

Back 19

an upper-level executive who guides and controls the overall fortunes of an organization

Front 20

middle manager

Back 20

a manager who implements the strategy and major policies developed by top management

Front 21

fist-line management

Back 21

a manager who coordinates and supervises the activities of operating employees

Front 22

financial manager

Back 22

a manager who is primarily responsible for an organization's financial resources.

Front 23

operations manager

Back 23

a manager who manages the systems that convert resources into goods and services

Front 24

marketing manager

Back 24

a manager who is responsible for facilitating the exchange of products between an organization and its customers or clients

Front 25

human resources manager

Back 25

a person charged with managing an organization's human resources programs

Front 26

administration manager

Back 26

a manager who is not associated with any specific functional area but who provides overall administrative guidance and leadership

Front 27

conceptual skills

Back 27

the ability to think in abstract terms

Front 28

analytical skills

Back 28

the ability to identify problems correctly, generate reasonable alternatives, and select the "best" alternatives to solve problems.

Front 29

interpersonal skills

Back 29

the ability to deal effectively with other people

Front 30

technical skills

Back 30

specific skills needed to accomplish a specialized activity

Front 31

communication skills

Back 31

the ability to speak, listen, and write effectively

Front 32

leadership

Back 32

the ability to influence others

Front 33

autocratic leadership

Back 33

task-oriented leadership style in which workers are told what to do and how to accomplish it without having a say in the decision-making process

Front 34

participative leadership

Back 34

leadership style in which all members of a team are involved in identifying essential goals and developing strategies to reach those goals

Front 35

entrepreneurial leadership

Back 35

personality-based leadership style in which the manager seeks to inspire workers with a vision of what can be accomplished to benefit all stakeholders

Front 36

decision making

Back 36

the act of choosing one alternative from a set of alternatives

Front 37

problem

Back 37

the discrepancy between an actual condition and a desired condition

Front 38

top quality management (TQM)

Back 38

the coordination of efforts directed at improving customer satisfaction, increasing employee participation, strengthening supplier partnerships, and facilitating an organizational atmosphere of continuous quality improvement

Front 39

benchmarking

Back 39

a process used to evaluate the products, processes, or management practices of another organization that is superior in some way in order to improve quality.